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Section Two: Creating a successful partnership 2.3 Step Three: Getting to know your partner When developing a partnership, both partners should reach a common understanding of what the partnership means to them. It is important that, in anticipation of developing the partnership and generating some results, you create the right environment for the people in the partnership to get to know each other and to work well together. Such an environment needs regular communication, trust and respect, and active participation of both partners. Spend some time getting to know your partner’s organisation and its representatives and, where possible, create opportunities for partners to get to know each other. You could: >> participate in your partner’s community events/ programs; >> look at their website; >> read their annual report; >> have a workshop exploring common aims, values and areas of interest; >> get to know some of the people you will be working with in the partnership; >> introduce your community partner’s representatives to your business – give them a ‘tour’ of your operations and vice-versa; >> be flexible to meet out of business hours in the early stages; and >> arrange an informal activity or event to allow key partnership members from both partner organisations to get to know each other. Building trust and respect can be sensitive and timeconsuming, but it is critical to the success of your partnership. Trust and respect are built over time and are won, not demanded. Be patient! Time is needed for those managing the partnership and other staff to get to know each other. Sometimes during this process, partners that have never worked in the other’s sector may be breaking down barriers and stereotypes. This can contribute significantly to building trust and respect for each other’s organisations. Transparency, integrity, and good communication are also essential for building trust and understanding of each other’s organisational strengths and constraints. If there are any potential conflict areas, control issues or hidden agendas, bring them out in conversation early and deal with them honestly and sensitively. Success Ingredients >> Sharing a common understanding. >> Honesty, integrity and no hidden agendas. >> Respect. >> Good communication. 2.4 Step Four: Starting the partnership plan Begin creating the ‘partnership possibility’ remembering that the partnership should be mutually beneficial. You can do this by: >> developing a partnership vision and aims – what do you both want to achieve and/or change?; >> sharing a ‘wish list’ of things that both partners would like in their working relationship with each other; >> brainstorming together the things that you both want to achieve; >> identifying strengths, weaknesses, skills and resources available across both organisations and matching these with the requirements of the partnership vision and program; and >> developing some partnership activities to fulfil your aims. In the early stages, it is usually better to get some early wins – start with some small achievable tasks until the partnership matures. We’ve actually sent out a questionnaire that covers a whole lot of sectors and categories to say what staff feel that they would like to support. I guess being real estate agents providing homes, the homeless, was something that stood out. We’re a fairly young business. The average age of staff is in their early 30’s. We have got fairly young people here, so I think that they felt it was an appropriate relationship to have with Youth Off The Streets. It seemed like a good fit. Being in real estate we’re also conscious of what we do, and if we are down the road clearing a site to put up one hundred apartments and we’re about to sell it and make a nice profit out of it, we don’t want to be saying ‘oh by the way, we’ve planted trees over here’ – McGrath Real Estate. Use Tool 3: Partnership Arrangements to help you plan the type of partnership you want. [ 11
Section Two: Creating a successful partnership It is a good idea to formally recognise the partnership through a Memorandum of Understanding (MoU) or other signed letter of agreement. An MoU is not legally binding but it will help clarify shared understandings, aims, partnership activities, responsibilities and so on. A sample partnership agreement is available in Tool 4: Memorandum of Understanding (MoU) – A Partnership Agreement. At the end of this step you should have agreed on and established: >> a shared, clear vision that defines the purpose and aims of the partnership; >> the roles and responsibilities of each partner; >> the appropriate level of support from each partner and the commitment required from each partner; >> the resources that each partner has available and will commit to the partnership; >> clear tasks with timelines; >> a plan for monitoring and evaluating; and >> your exit strategy. Now stop and review your capacity to deliver! Launching an activity or event to publicise the partnership is a good way to get your initiative off the ground. A useful resource to help you and your community partner develop a publicity plan and promote your partnership is the Promoting Positive Partnerships online tool, available at www.mediateam.com.au. This website has other useful online tools for generating and managing communication and media coverage. Success Ingredient >> Mutually beneficial outcomes are evident – is it a win-win? 2.5 Step Five: Implementing the partnership program Congratulations! You are ready to implement your program. Release the funds, release the human power and enjoy the journey. However, remember that you are dealing with people and most likely some difficult social and/or environmental issues; so anticipate some surprises along the way but do not lose focus of your partnership aims and what you hope to achieve. Success Ingredients >> Flexibility and openness to new possibilities as they occur. Can the partnership cope with changes in the external environment such as financial instability or changes in community need or priority? >> Keep focused on joint aims and achievements. 12 ]
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Page 3 and 4: Disclaimer While all care is taken
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Page 7 and 8: About this Toolkit Recently there h
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